You have likely heard this story repeatedly: healthcare organizations are investing more and more in technology and automation. This investment creates an “ocean of data” (as my colleague David Butler put it in a previous blog post), but lacks the groundswell of transformation to use it as effectively as we know we can.
Now, more than ever, our healthcare organizations need strategies that can stay ahead of current threats, while simultaneously setting out on a transformative strategy to equip the organization with agility and speed, while adapting to unknown future threats to our mission. Most experts agree that advancing our use of data and equipping ourselves with more mature analytics capabilities is a must-have to meet that end.
I have spent the last several years focusing specifically on maturing analytics capabilities in healthcare delivery organizations, and along the way, have encountered many well-intended strategies faced with difficulty or false starts when attempting adoption. It was not until I started learning about other industries that faced rapid and complex change and came out better than before, that I began to realize traditional approaches to change planning and execution will not be successful. Of particular note in my research is John Kotter’s concept of a “dual operating system.”
In his book XLR8, Kotter describes how convergence leads to adaptive, transformational changes, while allowing organizations to capitalize on rapid-fire strategic challenges and still meet fundamental needs. In short, the approach of a dual operating system with an accelerator plan bypasses the typical hurdles and processes in place to support the core business and creates a separate path towards transformation. I believe a perspective such as this is required to energize a successful analytics maturity journey in a healthcare delivery organization. It covers all of the aspects of successful change management, but takes queues from the innovation discipline that has reshaped the world we live in at a more rapid pace than ever before.
With that said, there certainly is no one size fits all strategy to becoming a data-driven healthcare organization. This is why the HIMSS Clinical and Business Intelligence Committee has taken on an effort to create and publish staffing and skills guidance to offer some direction to organizations looking to mature their analytics maturity. This guide, An Operating Model, Staffing, and Skills Guidance for Analytic Maturity, provides insights to help answer to some of the most common skills and staffing resources questions your organization might face along its journey to analytics maturity.
Specifically, you will be able to:
- Understand how to arrive at the right data and analytics organizational and operating model for your organization;
- Identify, develop, and organize human resources, knowledge management, and talent to support that strategy;
- Identify capabilities that will best support maximizing maturity of action and maturity of insights in analytics;
- Define and identify the needed skills and abilities of the people driving the analytics capabilities; and
- Measure the ROI on analytics investment.
Before you begin, here are a few critical questions to ask of your organization as you start out or re-energize your analytics adoption journey:
- Do you have sufficient senior executive support to deliver effective analytical solutions that support performance and value?
- Do you have a formal plan to address governance of enterprise information, data, and measures tied to a strategic performance management mission?
- Are you developing analytics that support user enablement by making them easily accessible and repeatable analytics that are forward looking and governed?
- Do you have an operating model or organization structure designed to maximize the effectiveness of data and analytics by seeking to be transformational?
I encourage you to join the Clinical & Business Intelligence Community to stay up to date and learn more about the tools and educational opportunities focusing on how to mature the analytics capabilities in your organization that will help you on your journey to Turn Data to Action.